Transcript Document

CALS21
September 7, 2012
College of Agriculture and Life Sciences – Office of the Dean.
The University of Arizona, Tucson, Arizona
Motivation
1. Budget reality: rescission and existing
deficit.
2. We live in a new world and we need to
deliver in and for this new world.
Burgess 8/13/2012
CALS21: Active Strategic Thinking/Planning (Jan-July 1, 2012)
Winter
External Stakeholder Input
Facilitated Visioning
EC
May 15
Spring
HODS, CEDs,
AEDs
CALS’
Faculty
SUBJECTIVE:
“WHY” and
“WHAT” we need
to do”. First
attempts at
“HOW”.
Summer
REVIEW
EC: CALS
Strategic Plan
(WHY, WHAT,
HOW, WHO).
Budget ReAlignment
UNITS
Strategic thinking B.
facilitated by heads:
Refined questions. By
April 15
Exec Council & Admin Cabinet data collection
and evaluation
Strategic thinking A.
facilitated by heads:
12 Questions
Unit Strategic Plans
facilitated by unit
heads. By May 15
Staff Council & Appointed Professionals Council
Faculty Consultative Group on Efficiencies, Effectiveness
and Innovation
Dean’s Research Advisory Council
Economics Education taskforce
Ancillary data: e.g. Unit Annual Reviews,
Recent Academic Program Reviews
OBJECTIVE: Where
are we now and
what more
information do we
need to determine
WHAT we need to
do and HOW?
Fall Semester
CALS21 Plan
enacted
Unit Strategic
Plan Realignment
to fit with
CALS21.
OP&CD; ED&CES; Res
& AES; and other
Cabinet areas:
Strategic Plan
Realignment to fit
CALS21
AD’s + Cabinet Officers review & Strategic planning for their responsibility area
This is a screen capture only.
Please see below for the original version.
http://cals.arizona.edu/dean/cals21/index.html
This is a screen shot.
See original document below
http://cals.arizona.edu/dean/cals21/purpose-mission-vision-values.pdf
CALS21 GRAND VISION PILLARS
Research & Extension
World leader in developing resilient
societies in arid & semi-arid regions
Double research
Center of excellence in applying cyberinfrastructure to the college extension,
teaching, and research missions.
A strategic partner in energy.
Instruction
Friendly,
receptive learning
environment
Empower
students to attain
their full potential
Recognize and
reward
exceptional
teaching
A key partner in life sciences, medicine
Recognized for
and human biology
launching careers
Responsive to emerging issues related
in applied
to human health and well-being
professional areas
Demonstrate and articulate CALS’
research & extension economic impact
Responsive to regional needs and able
to take global advantage of the skills we
have.
Engaged with and enabling for our
communities
Central player in the bioeconomy
Lead in new
learning
paradigms
especially in
hybrid “bricks &
morter”/elearning
paradigms.
Focus on
professional
education
People
Most sought-after
place to work on
campus.
Most engaged and
empowered on
campus.
Focus on
professional growth
through leadership
and professional
development.
High per-capita
investment in highperformers both
though salaries and
supporting
investments.
Best HR practices in
hiring, retention,
and career
development.
Organization
A smaller, leaner, more
efficient college
administration that takes full
advantage of technology
Multi-disciplinary R/T/E
integration & coordination
Infrastructure
Focus on
communication
through coordinated
and professional CALS
branding, marketing
and communication.
Finance
Seek out and use wisely all
financial resources to
support mission
Focus on business excellence
Be the most cyber-savvy UA
college
Improve county, state, &
federal legislative
communication.
Focus on enablement and
partnerships in addition to
accuracy and accessibility
and not enforcement.
Be known for the best
communication on campus.
Invest in
cyberinfrastructure so
everyone in CALS, and
our stakeholders can
easily participate and
also decreases the need
for individual IT
investments.
Best and best-utilized
physical plant
Have enabling and not
policing administrative
staff
Financially disciplined and
accountable
Embrace performance
based financing and be
known for being
exceptional stewards of
public investment.
Strongest culture of
philanthropy and
development
Diversify funding base and
aggressively pursue new
revenue opportunities.
Burgess 8/13/2012
This is a screen shot. Go here
to see the original document.
http://cals.arizona.edu/dean/cals21/newstrategicplans
WHY,
WHAT,
HOW,
WHO
Burgess 8/13/2012
WHY,
WHAT,
HOW,
WHO
Burgess 8/13/2012
24 Recommendations under:
General/Education/Research/
Extension/Business
Delivered to the Assoc. Deans.
1. Faculty
2. CALS Organization
3. CALS Business Functions &
Infrastructures
4. Revenue Generation
5. Cost Reduction
Problem 1: Critical and Urgent,
Collapsing IT hardware
Options:
1. Reactionary: replace IT
hardware.
2. Strategic: Move into CI
paradigm--transformational not
transactional.
Problem 2: Chronic and important, no one
seems to know what we really do and we
don’t have good ways to tell them and we
don’t know what people want.
Solution: professionalize our
branding, marketing and
communication.
And MEASURE the ROI.
CCT’s Goals
• Targeted, effective and efficient marketing,
branding and communications with clear
ROI metrics and goals.
• Stable and growing CALS21 CyberInfrastructure (hardware, software, people)
so that CCT is integral to CALS T,R,S
competitiveness.
Publications to Marketing; IT to Cyberinfrastructure;
Managing Learning Facilities to Facilitating ELearning Spaces; Video “Productions” to message
and story clips targeting specific audiences that are
easy to use ubiquitously.
From Accuracy and Accessibility (delivering what is
expected and as needed, i.e. email, etc.) to
customization and responsiveness through
Partnership and acting as enablers and facilitators to
give Advice to help guide faculty and staff to where
can get the services they need or to establish new
directions.
External Relations
• Marketing Plan– “everything is connected to everything else”
• Seven teams working on finding a coherent brand that fits all of
CALS; logo collection; bringing consistency in print and online;
public relations, emergency response and marketing strategies; and
increasing news coverage.
• CALS identity guide will contain branding guidelines; logo, font, and
color standards.
• Toolkit to contain images, logos, templates, branding messages.
• Promotional materials will be made available that reinforce our
brand.
• Training sessions -- in person and on-line -- will focus on topics such
as dealing with the press, preparing materials locally, sharing
success stories, and contributing images to our collection.
Computing Spectrum
Information Technology
Teach./Res./Ext.
computing facilitation
Direct support
Access to Internet
Data on server
Static html
websites
CyberInfrastructure
Content
management
systems
Mobile applications
Integrated
databases
GIS
Real-time; peer-topeer
Bio-Informatics
“Big Data” analysis
CALS CI Capacity
System
Old
New
CPU core Storage (TB) Memory (GB)
12
1.4
28
128
16
512
UA HPC
Commercial Cloud Solutions
CALS CYBERINFRASTRUCTURE ADVISORY GROUP
•
•
•
•
•
•
Fiona McCarthy, Co-chair, Veterinary Science and Microbiology
Barron Orr, Co-chair, Natural Resources and the Environment
Randy Burd, Nutritional Sciences
Bonnie Hurwitz, Health Affairs Administration
Eric Lyons, Plant Sciences
Robert MacArthur, CALS Communications and Technologies
To advise the CCT and EC on how CALS will become the most "cyber-savvy"
college on campus and of its type in the world.
Includes T/R/S and being best at enabling all members of CALS (employees,
students, stakeholders and "clients") to be part of, and benefit from, the
growth in computer and computational sciences, regardless of their
background or expertise, and doing so in the most cost effective way
possible.
Identify what we should do in IT and CI in the college and what should be
done at the UA level by the CIO.
Working with the reality
we have and not the one
that we wish we had.
State Permanent Base dollars
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
00 01 02 03 04 05 06 07 08 09 10 11 12 13
State Permanent Base dollars real value
Buying power in 2012 dollars
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
fy89 fy91 fy93 fy95 fy97 fy99 fy01 fy03 fy05 fy07 fy09 fy11 fy13
FY12 cf. FY06
100%
95%
90%
85%
80%
75%
State Perm $
$ corrected
for inflation
250%
200%
150%
100%
50%
0
FY12 cf. FY06
FY12 cf. FY06
140%
120%
100%
80%
60%
40%
20%
0
% change
employees
with soft
money in
salary c.f.
FY2000
FY12 cf. FY06
160%
140%
120%
100%
80%
60%
40%
20%
0%
Operating Metrics
State Permanent Base Salary Distribution
$30,000,000
$25,000,000
$ allocated to Instruction
$ allocated to Research
$ allocated to Extension
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
Total T/C-track FTE
270
265
260
255
250
245
240
235
230
225
220
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
RatioT/C track: AP faculty
2.0
1.5
1.0
0.5
0.0
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
Total Undergraduate Students
3,500
3,000
2,500
2,000
1,500
1,000
500
0
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
State Perm Dollars/student
$25,000
$20,000
$15,000
$10,000
$5,000
$0
00 01 02 03 04 05 06 O7 08 09 10 11 12 13
RCM
% DEGREES CONFERRED RELATIVE TO % PERM BASE
45%
FCS
% degrees conferred
40%
35%
30%
25%
VSM
R² = 0.34
20%
NUTSCI
15%
10%
AREC
5%
ENT
0%
0%
SWES ANSCI
PLANT SCI
AG ED
ABE
5%
10%
% PERM BASE
SNRE
15%
20%
%production/%perm base
500%
EFFICIENCY
400%
Degrees Granted
300%
200%
100%
0%
UNIT
DIFFERENCE IN PERM
BASE BASED ON
UNDERGRADUATE
ENROLLMENT
ABE
AREC
AGED
ANSCI
ENT
FCS
NUTSCI
PLANT SCI
SNRE
SWES
VSM
-4.49%
-0.11%
-2.78%
-2.77%
-3.21%
12.36%
7.39%
-8.18%
-7.20%
-2.00%
11.60%
DIFFERENCE IN
PERM BASE BASED
ON DEGREES
CONFERRED
-4.09%
1.10%
-2.48%
-3.33%
-3.21%
16.78%
4.99%
-8.01%
-8.33%
-3.73%
12.14%
Budget Balancing and Rescission
FOLLOWED BY A 5% OPERATING BUDGET RESCISSION
=8.75% decrease from CALS’ Central Operating budget
FY14 further 2% permanent cut?
FY15 Predicted State Budget deficit ~500M
1. Deficit reduction
2. Budget rescission.
3. Policy “Holiday” credit to units. Original: up to
50% for retirements Jan 1-June 30 FY12. Final: 50%
for entire of FY12. Further optimized to benefit
the units by unified budgeting.
4. Still needed to find $115,552 and this was
distributed proportionally to those units that had
not contributed by RIF (and who had also
contributed the least).
Academic units
AES
CES
CALS Central
Share of Total
CALS Budget
59%
12%
12%
16%
Share of cut as cash
11%
29%
0.3%
60%
$>13M Discretionary funds
A. 7/1 permanent funding carryover
B. Positions vacated
C. Positions filled per hiring plan
D. Previous hire salary commitments
E. Merit/market/equity
F. College salary rescission
Existing commitments requiring permanent salary lines
$1,647,558
$600,000
Animal Sci
Entomology
FCS
Nutritional Sci
Plant Sci
SNRE
SWES
Annual Total
$500,000
$400,000
$300,000
$200,000
$100,000
$0
FY14
FY15
FY16
FY17
FY14-17
BIO5
Schlinger Foundation
DoD
Env Init
Mexican Am Studies
VA
Spousal Hire
AZ Water Inst.
USGS
A. 7/1 permanent funding carryover
B. Positions vacated
C. Positions filled per hiring plan
D. Previous hire salary commitments
E. Merit/market/equity
F. College salary rescission
UA Faculty Hiring Plan
1.Salary
2.Other costs
Unit requests
Non-extension positions
Extensionpositions
Total Salary est.
Total other costs est.
39
21
$4M
$10M
TEMPORARY COMMITMENTS
-3,648,120
-2,685,201
$962,919
= 1,531,767
$2,545,541 between now and June 30 2013.
A. 7/1 permanent funding carryover
B. Positions vacated
C. Positions filled per hiring plan
D. Previous hire salary commitments
E. Merit/market/equity
F. College salary rescission
Reinvest strategically in
those who are here now.
Just over $1M/year from
FY14 (but ½ is already spent for FY14).
What about the rest of the university?
• Biological and biomedical systems, with special emphases in
translational and clinical health sciences, bioinformatics, and
biotechnologies;
• Environment and sustainability, with special emphases in water,
climate, energy, arid lands, policy, and sustainable design;
• Space sciences and related technologies, with special emphases on
leveraging our strengths in the physical sciences to expand crosscollege collaborations;
• Technology and society, with special emphases on information and
data science (“big data”), information management, transport, and
security, as well as digital cultures and access, human interfaces and
autonomous/robotic systems;
• Global impact, with special emphases on international,
transnational and area studies as well as world literatures,
languages, histories and arts;
• Regional roots, with special emphases on Southwestern cultures
and borderlands, as well as professional education, workforce
development and community engagement.
http://azregents.asu.edu/ABOR%20Reports/ArizonaUniversity-System-5-year-strategic-plan-2013-2017.pdf
Unit administrators
7/10 interim heads/directors
We live in a new world and we
need to deliver in and for this
new world.
We need to do no less than
reinvent the college and its units
and how it works for us first and
then our stakeholders.